Create specific expectations to transform your sales force

by Dave Kahle

A distributor's 18-person sales force was paid on straight commission. All salespeople worked for the company between eight and 15 years and earned healthy incomes. 

But, the distributor's sales manager couldn't get the salespeople to do what he wanted.

He wanted the salespeople to call on new prospects to expand the company's base. Instead of seeing established customers only, he asked them to call on prospects and report back to him on the progress they made.

He saw almost no results.

Instead, he received comments like:
• "I'm not going to do this; I'm not a new salesperson;" or,
• "That's just more paperwork."

This list goes on and on. The salespeople resented something they saw as outside their responsibilities. The sales manager became frustrated.

This classic example is the chronic malady called lack of "directability." Management has not cleared up this murky difference of opinion.

The salespeople may choose to ignore management's direction, a different but associated problem. It really doesn't come into play until the sales manager makes expectations clear.

For example, one of my clients moved his company to a CRM system. He gave the salespeople six months to learn to type, offered to pay for a typing class for them, and mandated that approximately six months from now, the company would totally implement the CRM system.

That meant every sales person was expected to use it to record sales calls, customer information and so forth.

He made the expectations perfectly clear. At the end of the six months, three of the salespeople did not improve their typing skills. When asked about the system, they responded, "We're salespeople, not clerks. We're paid to sell, not enter information."

In this case, the expectations were clear, but the salespeople held onto an outmoded definition for their jobs. The company's course of action was clear; it replaced the three salespeople.

While any number of responses can help with the problem, sales managers must begin with an often-overlooked initiative. They must create a clear set of expectations for the salesperson.

Salespeople believe taking care of their current customers and receiving a reward based on a portion of the gross profit ends their responsibilities. Management believes otherwise.

The difference in these basic expectations generates conflict, resentment and frustration almost daily. This negative condition leads to dismal productivity. The sales manager continually squanders his time trying to shape the behavior of salespeople. Salespeople focus on doing exactly the opposite so they can build their case and prove their point.

Another longer range and more sinister effect exists. A company in this kind of malaise cannot implement any strategic initiative. 

For example, a distributor decides to take on a new product line. Management believes the new line holds excellent potential to grow into a category. As management looks ahead, they see this category growing and want to use this line to position the company in this promising segment.

Management commits to the new line, buys the beginning inventory, loads the SKUs into the computer, works out the pricing columns, posts the products on its Web site and educates the customer service department. One last, but essential piece remains: Harness the power of the sales force to generate business.

Management calls the sales force together, brings in the manufacturer's rep, and introduces the new strategic initiative. Because of the importance of this line to the company's future, the sales manager says every salesperson should introduce it in every one of his good accounts in the next 30 days.

The sales force nods gravely and goes out and does whatever it has done for the last few years. At the end of the 30 days, virtually nothing is done.

Sound familiar?

I sketched this scenario to thousands of principals and CSOs at annual meetings and national conventions. I ask the question, "If you were in this situation, what would be the likelihood that each of your salespeople would do what you asked them to do?"

The response is dismal.

How about you? Take a moment and reflect on the directability of your sales force.

Consider the implications. If you cannot implement a strategic initiative like this, what is the future for your business? Do you have a future?

A directable sales force is one of the most valuable assets you can have; your company's future may depend on it.

A number of causes of this situation exist:
• 100 percent commission compensation plans;
• salespeople who have been around a long time;
• highly paid sales people;
• a corporate culture that promotes the idea a salesperson "has his own business."

All these contribute to the situation.

To cure the ill, address each of the problems and make the correct changes. But, before doing that, attend to the first step: Create and communicate a precise set of expectations to the sales force describing their jobs and what you expect of them.

Once you do that, you laid the groundwork for the changes that should follow.

It is difficult to create change in a salesperson's behavior in the absence of clear expectations. That document does not guarantee salespeople will change, but it must direct the process. It's the first step.

How to
Let's start at the end. What do you want to end up with? Room for variation on the format and formula abounds. Get one sheet of paper. 

On one side, spell out the following things:
1. An overview of the job.
2. The most important seven activities for success in the job.
3. The definition of how success is measured.
4. To whom salespeople report.
5. The sort of attitudes you expect.

How do you get to that point? Again, multiple paths exist. You may draft it yourself, or draft it with a group of key executives. You may want to appoint a task force.

Should you involve the sales force?

On one side, you should be hesitant to ask the sales force or add a salesperson to the task force. Unless the person you involve is especially mature, sales people will look to their self-interest, not necessarily the good of the company. This is especially true if they are 100 percent commissioned.

On the other hand, some distributors who involve a mature salesperson get good results.

The answer depends on the specifics of your personnel, as well as the corporate climate in your organization. 

At some point, you will have a document. Now, you need to communicate it. 

That calls for a sales meeting with all the key players in attendance. The CEO should be involved to lend credibility and authority to the proceedings. The salespeople must understand they cannot appeal to a higher source.

Give the reasons for the expectations, particularly if the expectations represent a major shift from current practice.

Encourage dialogue and discussion. Use the meeting as an opportunity to encourage people to mentally process the information. 

But, beware the line between discussion and negotiation. It's not up to the salespeople to tell the sales manager what they should do. That is management's job.

You don't allow your CSR to explain they don't think they should answer phones. Plenty of room exists for salespeople to define the methods of their job. But management owns the expectations.

What's next?
A written set of expectations, clearly communicated, won't by itself make transformational changes in many salespeople. A few may find insight, but it will take more than insight to power the change you want. But, change will only come from clearly defined expectations.

Dave Kahle is a consultant and trainer who helps his clients increase their sales and improve their sales productivity. He can be reached at , or via e-mail at . This article was excerpted from Dave Kahle's book, "Transforming your sales force."

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